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Whatever-Whenever-However Won’t Cut It For Long In Your Journey To Performance Competence

Jay Cross reports on a Silicon Valley VP shutting down the training organization because it was more concerned with its Training Events than in building Competencies.

My first thought – they are exclusively left to Informal Learning as the means to Performance Competence – unless they revive that organization and rebuild it with a Process Performance orientation and sound Instructional Design methods. But then Jay goes on to explain what really happened.

Too many organizations think that since they dumped the word Training and displaced it with Learning – that they are now on the road to becoming a Learning Organization. Which is not what Peter Senge had in mind when he coined that phrase for his book.

That when they focus on Competencies – that that will save the day.

Wrong. Or at least too often wrong.

Competencies today are still too often vanilla/generic – and won’t get anyone to specific Performance Competence. They, as their predecessor non-performance based/topic-based “training” were, are not rooted in the Enterprise’s Processes/Workflow. They are not Process-centric, process-performance-based.

Learners, in an Enterprise setting are Performers first and last. Not Learners first and last.

I often label them learners/Performers – or – learners/PERFORMERS to accentuate that reality and my focus.

If Second Life supports Performance in the Process Workflow – then go for it. If it is just a new-fangled, high-tech approach to deploy Instruction and Information that can be accomplished via other less expensive means – then forgo it.

Learning today is still too often vanilla/generic – and won’t get anyone to specific Performance Competence.

Performance Competence is the ability to perform tasks to produce outputs to stakeholder requirements.

And getting there requires some semblance of ANALYSIS prior to sound informational and instructional design prior to rapid development of blended products and services from the T&D/ Learning/ Knowledge Management functions of an Enterprise.

I am into Learning By Design – for the sake of the Stakeholders. Learning is an expensive investment and should generate appropriate returns.

I am into Learning By Design – which often can leave Learning to Chance via Unstructured OJT – which is to say – Informal Learning. Because the Returns as in Risk Avoidance and Rewards Achievement do not warrant making those Investments in the first place.

I am into Learning By Design – because it is still a business decision, even for a Learning Organization.

It’s Not All About Learning

It's All About Performance Competence - at the Individual level, the Team level, the Process level, the Organization level, the Value Chain level and at the Societal level ... or Worker, Work, Workplace and World.

ISPI’s 2010 Honorary Life Member Award Recipient

In an Enterprise Learning Context

I Prefer the Facilitated Group Process for Speed and Accuracy

performance-based CAD and MCD

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Requests for Training – What & When to Expect and What & When to Suspect

Guy has served 80+ clients including over 45 F500 firms since November 1982.

Recipient of the ISPI - the International Society for Performance Improvement - Honorary Life Member Award - 2010 - for contributions to the Society and to the Technology for Performance Improvement (PI).

Founding member of ASQ’s Influential Voices Initiative - 2010. Served through 2015.

Guy W. Wallace collaborates with his Clients using predictable, visible, proven processes on time and on budget.

Client work won awards for AT&T, General Motors, HP and Siemens Building Technologies.

Guy's 39 years in the performance improvement/ training/ learning business have been focused in 2 key areas:

1- analysis of the organization and its business processes to derive the "Learning Requirements" from the "Performance Requirements" and...

2- design/architecting the configuration of instructional and informational content.

Guy conducts performance improvement projects, Curriculum Architecture Design projects, instructional Design/Development projects, and develops and coaches client staff in his ISD and Performance Improvement methods, processes, and use of his tools and techniques - both formally and informally.

What Learners/ Performers Need

Click Here for Free PowerPoint Show Downloads

Paths-Menus-Guides-Maps for Training and Learning and Knowledge Management

A 1987 On-Boarding Story – Ramping Up a New Product Manager’s Performance Competence – Quickly

When Shortening the Time to Performance Competence is a Critical Business Issue with Worthy ROI. Click on Image for the Post

Measured Results Requires Meaningful Measurements

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12 Process Performance Variables in the EPPI Model

Guy W. Wallace – Consulting Since 1982

Curriculum Architecture Design – Since 1982

Performance Competence Development Paths vs Learning Paths - the difference is in the Analysis.

Recipient of ISPI’s 2010 Honorary Life Member Award

The top ISPI award, was awarded for contributions to both the technology of performance improvement and to the Society - as unanimously approved by two consecutive boards of the Society. Awarded in 2010.

HPT Treasures – for Evidence Based Performance Improvement

Developing L&D Content for Performance Impact

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If You Could Bring Others Up Closer to the Levels of Your Current State Master Performers – What Would Be the ROI?

The PACT Processes for performance-based T&D, L&D and Knowledge Management

lean-ISD : Effective and Efficient and Focused on the Performance Competence Requirements

There Is Too Much Foo Foo!

Avoid the Foo Foo in Instructional Design and Performance Improvement

You Go Down The Learning Path to Go Up The Learning Curve – to go Up the Performance Competence Curve

Guy has been doing performance-based Training Paths and Planning Guides for clients since 1982. First published on Curriculum Architecture in Training Magazine in September 1984 and on the Analysis methods in NSPI's (now ISPI) PIJ in November 1984.

What Was Innovative in Curriculum or Learning Architectures in 1984 – Would Still Seem To Be Innovative Today – Why?

Celebrating – 30 Year Anniversary of this Publication – September 2014

How to Build a Training Structure That Won’t Keep Burning Down - Training Magazine - September 1984

Celebrating – 30 Year Anniversary of this Publication – November 2014

Using a Group Process to Create Models and Matrices - NSPI Performance & Instruction Journal - November 1984

Performance Development Paths

a.k.a.: Learning Paths focused on Performance Competence

Walk the Talk – of Processes Maturity

Walk the Talk – of Processes Alignment

Walk the Talk – of Processes Centricity

Myth Busting in L&D

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In the Resource Tab…

3 Levers in EPPI – Enterprise Process Performance Improvement

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The EPPI View of Processes and their Enablers and Enabling Systems

And the Enabling/ Provisioning Systems and Processes that enable the Enablers. Note that "Awareness/ Knowledge/ Skills" are just 1 of 12 categories of enabling Process Performance variables - when you include the design of the Process itself, first and foremost.

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